VISION, MISSION, AND STRATEGIC PLAN
Central Health helps the people of Travis County live healthier. Created in 2004 by the voters of Travis County, we are the local public entity that provides access to the high-quality care everyone needs to get well and stay healthy. We work with a network of partners to eliminate health disparities to reach our vision of Travis County becoming a model healthy community.
Learn More
Review our Budget to see how we spend your tax dollars.
Read our 2020 Demographic Report to learn who we are caring for.
OUR VISION
Central Texas is a model healthy community
OUR MISSION
By caring for those who need it most, Central Health improves the health of our community.
Our Strategic Plan Fiscal Year 2019-24 Objectives
Our work is guided by a Strategic Plan, developed by staff and approved by our Board of Managers. This Work Plan will be used and updated through 2024. It is divided into Three Main Objectives:
Objective One
Develop and execute health care delivery strategy based on people and place.
Fiscal Year 2021 Priorities
- Continue service site expansion in Colony Park, Hornsby Bend, and Del Valle or Southeast Travis County, with commencement of site development and presentation of project budgets and estimated timelines for the phases of work.
- Ensure that connection to people and place is supported by a culture of equity, inclusivity, and diversity in both Central Health’s workforce and contracts with Historically Underutilized Businesses.
- Support ongoing COVID-19 response efforts for the benefit of Central Health funded patients, including support of clinical partners’ testing operations, contact tracing, vaccination efforts to reduce seasonal flu spread and utilization of critical care resources, outreach and education in high-risk zip codes and communities, and other mitigation efforts.
Objective Two
Implement patient focused and coordinated health care system.
Fiscal Year 2021 Priorities
- Develop initial goals, identify care gaps, and identify critical investment targets to improve access to care by building a health care system focused on health equity and meeting the health care needs of eligible members of the low-income population.
- Improve access to specialty care across prioritized service lines.
- Implement a new in-house call center to improve and streamline eligibility and enrollment in MAP and MAP-Basic coverage programs.
- Support implementation of CommUnityCare’s transition to EPIC, a new electronic health record management system.
- Develop plans to continue to appropriately utilize telemedicine, virtual care, and e-consults for primary, behavioral, and specialty care.
- Align and strengthen case management across the District’s Enterprise (i.e., CommUnityCare; Community Care Collaborative; and Sendero Health Plans). Coordinate communications and outreach with health care delivery operations to inform the community, and specifically Central Health funded patients, of available, culturally- and linguistically competent health care services and programs.
Objective Three
Implement a sustainable financial model for health care delivery, including optimizing the former Brackenridge Campus (n/k/a Downtown Campus) redevelopment to fund Central Health’s Mission.
Fiscal Year 2021 Priorities
- Establish and implement a hospital care and services funding model that is transparent and structured such that any funding commitments and assumption of risk ensures optimum use of local tax dollars and other public funds. Further, the model should ensure quality, accountability, public benefit, and be based on measurable hospital and specialty services for Central Health’s funded patients. This work will require Central Health to adopt additional operational responsibilities and maintain a sufficient level of reserves.
- Optimize the Downtown Campus redevelopment by completing demolition of buildings, obtaining optimum zoning overlays from the Austin City Council, and completing negotiations with the City of Austin regarding the realignment of Red River Street.
- Maintain sufficient reserves to ensure that emergency and total reserves, as projected in the development and approval of this Budget, are at levels sufficient to maintain current service levels and permit appropriate enhancements based on planning efforts and scaled appropriately to take into account the risk capacity of Central Health. Reserve levels should not be materially affected by unplanned expenditures or new, mid-year programming unless there is a compelling, time-sensitive business case that staff or a Board member recommends to the Board of Managers and that the Board approves. Reserves will also include resources to improve access to the appropriate levels of primary and specialty care services that improve patient experience and quality of life; and
- acknowledges that the Central Health Fiscal Year 2021 Budget will require a myriad of operational activities, consistent with Central Health’s mission and values, to make improvements and maintain operations to ensure that Central Health and its Enterprise partners (i.e., CommUnityCare Health Centers and Sendero Health Plans), achieve their stated mission(s), promote equity, and reduce health disparities in those we are privileged to serve. The Board further acknowledges that staff time and resources will be dedicated to process improvements, technology and facility operations, communications and outreach, reporting, planning, strategy development, all facets of health care delivery, human resources, governance, compliance, procurement, and sound business and fiscal practices.
